Safer lives, brighter futures Draft Equality Plan 2012 ... · Safer lives, brighter futures Draft...

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Devon and Somerset Fire and Rescue Service

Safer lives, brighter futures

Draft Equality Plan 2012-2016 (January 2012)

Foreword

Equality is about giving everyone a fair chance to fulfil their potential - and for Devon and Somerset Fire and Rescue Service it means working

to ensure people in communities and our workforce have equal opportunity, access and treatment in employment and services. But it's not

about treating everyone the same, it's about making sure people get equal and fair outcomes, which means we need to tailor what we do to

take account of diversity.

Diversity highlights different backgrounds and different skills, ideas, perspectives and experiences. Difference comes in many forms - older

people, young people, people living with disabilities, men and women, different races, religions, beliefs and sexual orientations. Diversity

applies to us all. An organisation that provides a fair, safe and harmonious environment which promotes diversity can ensure that these

differences between people improve creativity, morale and performance within the organisation.

We are committed to providing excellent prevention, protection and response services to make people in Devon and Somerset safer. To do this

efficiently and effectively, our employees need to be able to recognise, understand and respond to the needs of all the communities we serve.

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The Equality Act 2010 creates nine legally protected characteristics, namely:

Age, Disability, Gender reassignment, Marriage and civil partnership, Pregnancy and Maternity, Race, Religion and Belief, Sex and Sexual

orientation.

It also created a new Public Sector Equality Duty, from April 2011. This plays a key role in ensuring that public bodies incorporate fairness into

all policies and working strategies to meet the needs of everyone.

The duty states that, in relation to the protected characteristics above (with the exception of marriage and civil partnership in relation to 2 and 3)

public authorities must give due regard to the need to:

1 Eliminate discrimination, harassment, victimisation and any other prohibited conduct

2 Advance equality of opportunity

3 Foster good relations between people by tackling prejudice and promoting understanding.

We are working hard to incorporate these duties into our work; making people safer, working with partners to tackle societal inequalities and

ensuring our employees fulfil their potential.

This plan will help us achieve this, and that is why we‟ve called it: Safer lives, brighter futures.

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Introduction

In 2011 we attained the Achieving level of the Fire and Rescue Service Equality Framework. This framework, developed by Government,

details criteria relating to equalities performance at three levels: Developing, Achieving and Excellent. We underwent a robust peer review of

written evidence and focus groups and interviews with employees, other Government agencies we work with and representatives from the

community and voluntary sector. You can read in detail about how we are improving outcomes for communities and for people who work for us

in our Self-Assessment.

The review gave us a clear direction for moving forward, to meet the requirements of our equality duty and the Excellent level of the revised

Equality Framework for Fire and Rescue services. The Excellent level has criteria against which we are measured to see if we are making a

positive difference to the lives of communities and our workforce. We support the vision of the Equality and Human Rights Commission:

A society built on fairness and respect. People confident in all aspects of their diversity.

We aim to meet the Excellent level of the Framework in 2014. This plan outlines how we will meet this aim and our equality duty. It aims to

improve our equality outcomes and ensure that equalities remain embedded in all we do, ensuring fair and equal working practices and tailoring

our services to meet the needs of communities.

Devon & Somerset Fire & Rescue Service Corporate Strategy 2011 – 2014 and the National Framework

Our ongoing Mission, which describes our fundamental purpose, is:

• Acting to Protect and Save

Our enduring Vision, our view of the future to which we contribute, is:

• Devon and Somerset – a safer place for people, communities and businesses.

http://www.dsfire.gov.uk/AboutUs/EqualityandDiversity/documents/EqualityFrameworkforFRSSelfAssessment2011.pdf

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The three Strategic Principles by which we will abide are to:

Work with people, communities, businesses and partners to make Devon & Somerset a safer place to live, work and visit.

Respond to local, regional and national emergencies with the appropriate skills and resources.

Work hard to be an excellent organisation.

The corporate strategy and this equality plan support the priorities of the (draft) National Framework for Fire and Rescue services:

identify and assess the full range of fire and rescue related risks their areas face, make provision for prevention and protection activities

and respond to incidents appropriately

work in partnership with their communities and a wide range of partners locally and nationally to deliver their service; and

be accountable to communities for the service they provide.

Our Commitment

“Devon and Somerset Fire and Rescue Service work with partners, communities and individuals to prevent emergency situations and to

provide a response to fire, major flood, and road traffic collision emergencies. Our people engage with these partners, communities and

individuals on a daily basis, with the goal of preventing loss of life and injury. The principles of equality are intrinsic to the way we work at

DSFRS, from assessing risk and delivering services to recruiting and developing our people.

Assessing the needs of the individuals in communities and our workforce is key to our success and to the effectiveness of our service delivery.

We aim to ensure this ethos influences all the functions which support our services of Protection, Prevention and Response. We are working to

build a workforce of the best people from all our communities to enable us to share a better understanding of individual needs and help us to

deliver the best possible service.” Lee Howell, Chief Fire Officer

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Key equality commitments

Publish our equality information including employee profile, annually from January 2012

Engage with communities and our people in developing key equality objectives

Publish our key equality objectives and strategy every four years from April 2012

Use our Equality Risks and Benefits Analysis tool to analyse our activities and decisions and publish the results

Maximise all potential to advance equality of opportunity and foster good relations

Embed equality objectives into our business plans and processes

Review the progress of equality objectives quarterly, and publish the results

Deliver equalities training to our workforce

Aim to meet the Excellent level of the Fire and Rescue Service Equality Framework in 2014.

Accountability

Our people, representative bodies, other agencies we work with and communities are involved in the development of this plan. All the

objectives are evidence based and measurable and informed by information from staff and community surveys and the Equality Framework

Assessment. In driving this strategy forward, our Corporate Equalities Group will hold the organisation to account for its completion. The action

plan will be reviewed annually and additional actions to meet the objectives may be included. In addition to their areas of responsibility in the

plan, each member of our Senior Management Board will be responsible for a priority under the strategy. We will report progress bi-annually to

the Authority, and publish the report on our website. The Equality Framework for Fire and Rescue Services has been built into our corporate

strategy as an indicator of success and is considered the best way to attain a thorough assessment of how we are meeting our duties.

http://www.dsfire.gov.uk/AboutUs/WhatWeDo/OurCorporatePlan.cfm?siteCategoryId=2&T1ID=10&T2ID=123


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About us

Core Values

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Organisational Structure

Our Chief Fire Officer, Deputy Chief Fire Officer and Senior Management Board of directors oversee the strategic direction of the Service. The

Service Improvement Group is a group of senior managers who monitor performance and drive continuous improvement. Service Delivery

Group informs and links strategy and performance to service delivery.

There are several other groups driving service improvement and engagement with employees, including the Corporate Equalities Group. We

also have an established women‟s network, Women‟s Action Network Devon and Somerset and are establishing a lesbian, gay and bisexual

network in conjunction with Devon and Cornwall Police‟s Gay Police Association.

The Community and Workplace Equalities team has three members, a team manager, a Community and Workplace Equalities Officer, and the

Officer for the Community and Voluntary Sector.

The Authority

The Authority is made up of 25 Members appointed by the four constituent authorities, Devon County Council, Somerset County Council,

Plymouth City Council and Torbay Council. In addition, there are currently three Independent Members of the Standards Committee. The

equality and diversity champion member is Cllr Sara Randall-Johnson. The Devon & Somerset Fire & Rescue Authority operates under a

committee structure and equalities is currently under the governance of the Human Resources Management and Development Committee.

Our Workforce

We have 85 fire stations, the second largest number in England, and 2,300 committed and dedicated staff. The extensive rural aspect of our

counties means that the majority of our operational workforce - 1,229 - are retained and usually have a primary occupation in addition to fire

fighting. 513 of our operational personnel on stations are wholetime, and we have 17 volunteers. We have corporate staff and uniformed staff

with a wide range of professional skills delivering our business support functions. Service headquarters is in Exeter, and we have two major

http://www.dsfire.gov.uk/AboutUs/WhoWeAre/OrganisationStructure.cfm?siteCategoryId=2&T1ID=9&T2ID=5

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administrative centres in Taunton and Plymouth, where we also have a training centre. Our Training Academy is developing new sites and

facilities, and we also have a national resilience station at our headquarters.

Our counties and communities

Within the two counties of Devon and Somerset, which cover 10,000 sq kilometres, the population of 1.6m is focused in the principal cities and

towns of Plymouth, Taunton, Torquay, Exeter, Bridgwater, Barnstaple and Yeovil. The remainder of the population lives in widely spread,

relatively small towns and villages and extremely rural locations. This situation presents challenges were response times are critical, and

makes the targeting of vulnerable groups, who may be doubly disadvantaged by the impact of living rurally, all the more important.

The local labour market for Devon and Somerset indicates that as of January 2012 the unemployment rate of the South West is at 6.5%,

significantly lower than the 8.5% average for the UK. Furthermore this figure is lower than the previous quarter but up on the previous year.1

Devon and Somerset as a whole has a gender representation similar to that of the UK with a male:female ratio of 49:51. Although this ratio is

fairly parallel across most wards within the region, there are some anomalies, such as Lydford with a male:female ratio of 61:39.2

According to the Office for National Statistics Census 2001 there is a large disparity in the average age of different communities within Devon

and Somerset3. For example the median average age of population of West Somerset is 48, whereas the median average age of population in

less rural Torbay is 35. The 2010 estimates show a similar picture where, for example the percentage population of persons 65 years and over

within the Plymouth Unitary Authority area is at 15.6%, whereas the same figure within the West Somerset area is almost double that at 29.9%.

Furthermore, the young person population estimates are similarly diverse between areas. For instance in West Somerset the percentage

population of persons aged 0-15 was estimated at 13.8%, as opposed to Mendip where the same figure is at 19.4%.4

1 A07: Regional summary of labour market headline indicators1, Labour Force Survey, 2012

2 2010 Ward Population Estimates for England and Wales, mid-2010 (experimental statistics) ONS 2011

3 KS02 Age structure, Office for National Statistics, 2005

4 Mid-2010 Population Estimates: Selected age groups for local authorities in the United Kingdom, ONS, 2011

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In 2001 non White-British representation in the area was 3.0%5. Although new data is awaited from the most recent survey, the estimated non-

White British representation in 2009 was 7.2%6, showing that the estimated figure had more than doubled in less than ten years. Furthermore

the Office for National Statistics Census 2001 showed that this number varied significantly between urban areas and non-urban areas. For

example the non-White British representation within the urban areas of Exeter was 5.3%, whereas the representation within the non-urban

areas of North Devon was 2.4%. This representation is largely evenly split throughout the sub groups of the non-white British population. The

only group contrary to this is „White: Other White‟ which consists predominantly of white persons born overseas in Europe. This sub group has

a much higher percentage (2.3% in Exeter) population.

The same disparate representation is apparent across Devon and Somerset when it comes to schools data on pupils of non-white origin. For

example in 2007 the non-white pupil population in Plymouth stood at 6.5%, whereas in West Somerset where it is far more rural, the figure

stood at 0.6%.7

The religious demographics of Devon and Somerset are predominantly consistent with the rest of the country. As of the 2001 Census 75.3% of

the population was Christian and 23.7% put either no religion or did not say. The remaining 1% of the population is split up fairly evenly

between remaining religions. This contrasts slightly from the National figures where 1.9% of the population were Muslims.8

Over the past five counts the total number of Gypsy Traveller caravans has steadily increased, consisting of roughly 15% of all caravans in

England. However the number of caravans on unauthorised sites in the South West makes up almost 24% of unauthorised caravans in

England. This proportion is fairly evenly spread throughout the region with Devon consisting of 14% of all caravans and Somerset consisting of

20%.9

5Ethnic group, Office for National Statistics, 2004

6Population Estimates by Ethnic Group Rel.8.0, Office for National Statistics, 2011

7 National Curriculum Assessments at Key Stage 1, 2 and 3 by Ethnic Group in England, ONS, 2010

8 Religion, Office For National Statistics 2004

9 Count of Gypsy and Traveller caravans on 28th July 2011, Strategic Statistics Division, 2011

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In Devon and Somerset as a whole the percentage population of disability allowance claimants stands at 5.1%, a statistic consistent with the

national figure of 5.2%. This figure is similar across the majority of the local authorities in the region. The only anomalies to this are the two

Unitary Authorities of Plymouth and Torbay, two of the least rural areas of Devon and Somerset, where this figure was greater at 6.8% and

7.2% respectively.10 There are people with disabilities who are not accounted for under this measure however, and it is estimated that 1 in 5

people in the Southwest are disabled.

The Devon and Somerset Local Authority‟s rank in the English Index of Multiple Deprivation vary greatly, predominantly following a trend of, the

more urban: the more deprived. The ranks range from 61 for Torbay to 215 for East Devon, out of 326 at County level in England (326 being

the least deprived).11

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Disability Living Allowance Claimants, Office for National Statistics, August 2010 11

The English Indices of Deprivation 2010: County Summaries, Department for Communities and Local Government, Indices of Deprivation 2010

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Equality information and improvement

Making the Connections, the 2009-2012 single equality scheme

Our single equality scheme for 2009-12 has been largely completed and the actions outstanding have been incorporated into this plan. The

scheme has delivered some notable improvements in our equality performance and the final outcome report on Making the Connections will be

published. The actions we are carrying forward are indicated in the plan.

Making the Connections and the overview, Considering Needs, enabled us to make significant progress on equality matters. This was not only

in terms of the actions themselves, but also by increasing awareness and embedding equalities as part of our business and culture.

Fire and Rescue Service Equality Framework Assessment Feedback

An external peer assessment against the Framework in November 2011 identified our key strengths and areas for consideration. All areas for

consideration are addressed in the plan. To see our equality information, please look at our „Achieving‟ assessment narrative and supporting

documents.

What was good?

The assessors found:

Clear and demonstrable leadership and commitment from the Service Management Board and the Authority

Equality risks and benefits analysis methodology

Rigorous monitoring of Equality and Diversity data by Members

Employee recognition of commitment and support for equalities

A sophisticated approach to developing and using a wealth of data to identify high risk groups within local community plans


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Good examples of partnership working

The service is held in high esteem by the community and voluntary sector

The developing Community Advocates model and recruiting volunteers from communities

Good welfare, fitness and support facilities for employees

A strong staff supporter network

Our Representative Bodies feel engaged and effectively communicated with

Good progress on lesbian, gay and bisexual issues and Stonewall Diversity champions membership

Participatory budgeting – empowering communities to decide where money is spent.

Where can we improve further?

The assessors suggested we consider:

More strategically planned partnership working with communities

More use of data in planning activities and assessing equalities risks and benefits

More work needed to promote our core values

Whilst staff survey figures around bullying and harassment have improved, more work is needed to define and eliminate bullying and

harassment in our workforce

Greater involvement of the community and voluntary sector at a strategic level

Equality and diversity training review in line with the Equality Act 2010

Refresh support for our women‟s network

Workforce diversity and progression for under-represented groups.

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Equality Objectives

Our equality objectives and action plan for 2012 – 2016 follow the themes of the revised Equality Framework for Fire and Rescue Services:

Knowing your communities

Leadership, partnership and organisational commitment

Community Engagement and Satisfaction

A skilled and committed workforce

Each theme has evidence based and measurable objectives identified and the action plan will help us to deliver those objectives. This plan

supports the commitments in our Corporate Plan and all actions are embedded in relevant business plans.


Mapping and targeting vulnerable groups

We produce risk maps and Local Community Plans for each of our station grounds. Risk groups, in relation to dwellings, are prioritised and are

focused on the UK Fire and Rescue Service‟s nationally identified definitions of vulnerable people with regard to fire safety. Importantly, further

groups are identified by local studies carried out by Devon & Somerset Fire & Rescue Service, Dorset Fire & Rescue Service and Exeter

University, using our incident data, Police Crime Data and community profiles. Risk groups are located using a population profiling tool. We

also build relationships and partnerships with other agencies such as Health, the Police and Community and Voluntary sector organisations to

help us reach those most at risk. We consider how lifestyle risks are linked to protected characteristics and other factors such as poverty and

isolation and this informs the targeting of our prevention services. To read more detail about this work, read our self-assessment.


http://www.dsfire.gov.uk/YourArea/Index.cfm?siteCategoryId=12


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Our assessment feedback tells us that we have good information which we are using in a sophisticated way to reach the most vulnerable

people, but we can do more to use our community data and the relationships we have built, and to evaluate and review our activities so we can

evidence where we are making a difference.

Outcome: Increased awareness of fire and road safety and reduced risk and incidents through the delivery of

targeted services, developed with a greater understanding of our diverse communities.

Objectives:

To develop strategic working relationships with key community and voluntary sector partners

To expand and develop effective data sharing with key agency partners

To evidence the outcomes and benefits of community safety initiatives with vulnerable groups.

We will be able to measure the success of these objectives by:

Increased personal and on-line consultation involvement

Improved outcomes for local communities where there is community and voluntary sector involvement

Increased awareness of our activities amongst the community and voluntary sector

Attendance of community and voluntary sector at Corporate Equalities Group meetings and events

Improved quality of Equality Risks and Benefits Analyses.

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Our assessors found evidence of strong leadership and organisational commitment to equality and diversity. Our Human Resources

Management and Development committee members are robust in consideration of equality data and performance. The Service is a corporate

member of Networking Women in the Fire Service, National Disabled Fire Association (which three of our employees established and won a

national award) and the Asian Fire Service Association. We demonstrate our commitment to diverse communities at a range of local and

national annual events, including Respect and Pride festivals. In addition to Equalities training we host quarterly open house seminars,

delivered by the community and voluntary sector, for interested employees, members and partners. These have included Gypsies and

Travellers, Learning Disabilities and a Women‟s development event.

This year the Senior Management Board, along with lesbian, gay and bisexual equality champion firefighters, raised the rainbow flag on IDAHO

day (International Day Against Homophobia). The service is a Stonewall Diversity Champion and the leadership support for this community and

our LGB colleagues is measured annually with the Stonewall Equality Index. Our aim is to be in the top100 employees and in our second year

we have achieved 158th from a starting position in 2010 of 305th.

Our assessment feedback tells us whilst we have strong examples of local partnership working, we need to ensure we can evidence the

difference we have made to the diverse communities. Community and voluntary sector organisations have told us that they would like to be

more closely involved at a strategic level. The Excellent level of the Fire & Rescue Service Equality Framework requires us to evidence that

mitigating actions we put in place following equality risks and benefits analysis are delivering desired outcomes, for employees and

communities. Whilst we are working with different groups to foster good relations in the community and our workforce, we need to do more,

particularly with under-represented groups, for example where our community and voluntary sector partners have told us about a rise in racist

incidents in communities. We will expand our work around domestic violence and do more to tackle other forms of hate crime. We will improve

our people‟s awareness of human rights and promote our Core Values.

http://www.dsfire.gov.uk/News/Newsdesk/PressReleaseArticle.cfm?ReleaseID=588&siteCategoryId=3&T1ID=26&T2ID=36

http://www.dsfire.gov.uk/News/Newsdesk/PressReleaseArticle.cfm?ReleaseID=588&siteCategoryId=3&T1ID=26&T2ID=36

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Outcome: Reduced risks, better life chances and good relations for all our communities by analysing equality

considerations in our work, communicating effectively and working with others.

Objectives:

To set and communicate our equality priorities

To meet the Excellent level of the Equality Framework by 2014

To develop and improve our approach to all forms of hate crime

To develop employee awareness of how human rights should be considered

To promote and embed our core values in the organisation

To involve representative bodies more directly in equality performance monitoring

To improve organisational accountability for equality performance

To reach the Stonewall workplace index top 100 by 2014

To be successful in the next „Two Ticks‟ review which measures our employment practices for disabled people.

We will be able to measure these objectives by:

A robust process for planning and evaluating activities being in place and used by all

Employees identify and raise the possibility of hate crime at incidents/investigations

Having a number of stations as third party hate crime reporting points

Being able to identify where hate crime preventative work may be targeted with partners

Equality Risks and Benefits Analyses are produced where human rights have been clearly considered

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Increased customer satisfaction and improved staff survey and index results

Measuring awareness and ownership of our core values

Regular scrutiny and publishing of equality performance.

Community engagement and satisfaction

Every year our Corporate Plan is reviewed, with key stakeholders and the community invited to comment over a 12 week consultation period.

Initial Equality Risks and Benefits Analyses of key proposals were publicly available as part of the consultation and this led to a full exploration,

with disabled people, of one of the proposals.

We ask people, through our Quality of Service questionnaires, about the service they have experienced, after domestic and non-domestic

incidents, home fire safety visits and fire safety checks and audits. At the end of each financial year a full report is produced, including

benchmarking results with other Fire and Rescue Services. All surveys and consultations are published here. An activity in the Draft Corporate

Plan 2012/13 - 2014/15 seeks to improve community involvement in planning safer communities. To achieve this we are looking to establish

new ways to meet with our communities to involve them in planning how we match our resources to risk, including community safety activities

and to share information, data and neighbourhood influence.

We are the first Fire and Rescue Service in England to be a lead or major partner in a Participatory Budgeting event. This directly involves local

people in making decisions on the spending priorities for a defined public budget. This means engaging residents and community groups,

representative of all parts of the community, to discuss spending priorities, make spending proposals and vote on them.

Under this theme, our assessment told us that to reach Excellent in the Framework we need to do more to involve at risk groups in the design

and delivery of our services. It also revealed that we need to improve how we promote and share our good practice to other Fire and Rescue

Services.

http://www.consultationfinder.com/devon/devonfireandrescue



http://www.participatorybudgeting.org.uk/news-and-events/news/devon-and-somerset-fire-rescue-service-the-first-to-lead-on-pb-in-the-country

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Outcome: Reduced risk for all communities through involving them in designing and developing our services and

listening and acting on feedback.

Objectives

To involve members of at risk groups in the design and delivery of prevention services

To ensure the customer satisfaction data we collect is relevant and sufficient

To ensure that individual needs are considered in preparing our response procedures

To promote good practice in service delivery, employment and training and promote across the sector.


Improved evaluated outcomes in targeted services

Number and diversity of community members volunteering to be community safety advocates

Equality Risks and Benefits Analyses based on relevant evidence, which improves service design

Communication differences are accounted for in response protocols

Increased good practice sharing and learning from Fire and Rescue Services and other organisations.

A Skilled and committed workforce

Strategic workforce planning is built into the organisation‟s Corporate Plan and Business Plans. Our Human Resources function is undergoing

a comprehensive review and the approach to workforce planning will be considered as part of that review. Under the current system, the

Service has a Corporate Plan which incorporates our mission, vision and our strategy. This includes our 3 strategic principles, of which the third

is “To work hard to be an excellent organisation”. Our commitment within this principle is to make Devon & Somerset Fire & Rescue Service

one of the best organisations in the UK in which to work.

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The People and Organisational Development plan and Making the Connections, the 2009-12 Equality Scheme, achieved outcomes on key

equality issues, for example, a recruitment code of practice underpinned by Equality and Diversity law and principles, specific welfare support

mechanisms for lesbian, gay or bisexual staff, reviews of maternity and paternity policies, appraisals which include assessment of our Core

Values, exit interviews and a bullying & harassment policy. As women are under-represented in our workforce we have also developed a

women‟s network and an lesbian, gay and bisexual staff support group and champions.

Improved outcomes for employees include: an increased take up on flexible working and job share, improved work-life balance, a reduction of

stress related illness and improved career paths for part-time workers, such as our Retained staff who can now transfer both ways between

duty systems. We have also ranked 158th in the Stonewall workplace equality index this year, out of 363 significant UK organisations.

Our Staff survey results for 2010 show compared to 2008 that the proportion of employees who reported that they would be complimentary

when speaking about us as a provider of services and as an employer has increased by 28 percentage points (52% in 2008, 80% in 2010).

We believe that diverse teams are the most effective and create the best working environments. We want to ensure we offer equality of

opportunity in employment and more closely reflect our communities in our workforce. Over the last few years, there has been a relatively low

turnover of staff and therefore limited opportunity to increase diversity in the organisation. The last wholetime recruitment process of summer

2009 saw an increase in the number of applicants who identified as being from Black, Asian and minority ethnic backgrounds. The Labour

Force Survey (a quarterly sample survey of households living at private addresses in Great Britain) in 2008 indicated that the local BAME

working age population across Devon and Somerset is 5.29%. However, variation in local areas is significant, being for example 13% in Exeter,

5.6% Mendip and 1.2% in North Devon, and 0% in Sedgemoor. With high retention in wholetime stations and external recruitment currently in

rural retained stations with very low Black, Asian and minority ethnic populations, recruitment is challenging and an increased effort on positive

action is to be concentrated on retained areas. The current percentage of all Black, Asian and minority ethnic staff is 1.18%.

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We, along with all other UK Fire and Rescue Services, are working to increase the percentage of women in operational roles. Our most recent

whole time recruitment campaign saw an intake of 2 female firefighters in a cohort of 24, or 12%. However, overall, women make up only

3.35% of our operational workforce.

The Equality Framework Assessment recognised our achievements in the workplace and reinforced our own assessment and recognition of

areas in which we need to consider, including workforce diversity, progression and retention of women, bullying and harassment, reviewing our

equalities training, and ensuring any workforce planning includes Equality Risks and Benefits Analysis.

Outcome: A workforce that more closely reflects and understands the diversity of our communities and a

workplace culture of respect where employees are treated fairly and enjoy working with us.

Objectives

To increase the number of women applying for senior roles in the operational (Firefighting) and non-operational workforce

To complete the equal pay action plan

To increase the attraction and recruitment percentage of people from Black, Asian and ethnic minority communities

To increase the attraction and recruitment of women into the operational workforce

To ensure workforce planning is considered using Equality Risks and Benefits Analyses

To embed zero tolerance with regard to bullying and harassment

To improve levels of diversity monitoring disclosure

To improve work/life balance

To improve how we highlight, monitor and tackle stress and stress related illness

To embed 2012-16 equality objectives into the Personal Performance and Development process

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To implement and embed the new equalities training policy.


Monitoring attraction, recruitment, progression and retention rates demographically

Completion of the equal pay action plan

Completed and published Equality Risks and Benefits Analyses

A reduction of witnessed and experienced bullying and harassment in staff survey and through formal and informal reporting

A decrease of „prefer not to say‟ in diversity monitoring

Increased satisfaction with work/life balance in staff survey

Further decrease of stress related illness

Evidence of equality outcomes in Personal Performance and Development reviews

Percentage and evaluations of employees trained under the updated equalities training policy.

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Equality Action Plan


Action How it will be measured Who is

responsible

When it will be

completed

To establish and maintain a

community profile data hub for

employee access

Data hub on intranet complete and accessible

Data evident in Equality Risks and Benefits

assessments

Lifestyle risks linked to protected characteristics

identified.

Assistant Chief Fire

Officer (Service

Delivery Support)

2013

Evaluate and review all

community safety activities

incorporating Equality Risks and

Benefits Analysis principles

Evaluation and review policy embedded and

completed for all activities

Outcomes published

Reviews of evaluation outcomes inform Group

plans.


Officer (Service

Delivery Support)

2013

Include deliberate fires linked to

hate incidents in our fire

statistics

Clear links where deliberate fires are linked to

hate incidents (e.g. domestic violence) in our

performance reports

Data on communities affected available to inform

partnership work.


Officer (Service

Delivery Support)

2014

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To evaluate all agency

Partnerships

Community Safety partnerships evaluated and

reviewed


Officer (Service

Delivery Support)

2014

Develop and expand our data

sharing with key agencies

Data sharing protocols in place

Improved access to vulnerable people.


Officer (Service

Delivery Support)

2014



responsible

When it will be

completed

Develop, maintain and report

progress on the equality

priorities in the Equality plan

2012-16

Scrutiny by Corporate Equalities Group

Published progress and outcome reports.

Director of People and

Organisational

Development

2012-16

Develop the Corporate

Equalities group to include a

challenge and review function

Quarterly reporting on equality performance from

Corporate Equalities group

Community and voluntary sector involvement.


Organisational

Development

2012

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responsible

When it will be

completed

Develop a Hate crime policy Policy completed and promoted

Some stations set up as Hate Crime third party

reporting centres

Hate crime awareness training, to include race,

disability, homophobic and domestic violence,

delivered in conjunction with safeguarding

training.


Officer (Service

Delivery Support)

2014

Deliver Equality Risks and

Benefits Analysis training to all

members

Increased scrutiny and challenge on papers and

proposals

Improved awareness of the methodology and

requirements of equality analysis before decision

making.

Chief Fire Officer

2013

Continue to deliver quarterly

open house awareness

seminars on specific equality

issues

Quarterly awareness seminars planned and

delivered

Greater awareness & evaluation

Better quality Equality Risks and Benefits

Analyses

Improved relationships with delivering community

and voluntary sector groups

Greater involvement, consultation & feedback.


Organisational

Development

2012-2016

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responsible

When it will be

completed

Develop human rights e-

learning package and

awareness event

Training package in place

100% of employees completed package

Good attendance at event including Authority

members

Evidence of Human rights consideration in

Equality Risks and Benefits Analyses

Understanding of Human Rights evidenced in

employee survey.


Organisational

Development

2014

Develop/Join a partnership

Service Level Agreement to

access a community and

voluntary sector review group

representing the 9 protected

characteristics

Access available to expert advice on high risk

Equality Risks and Benefits Analyses

6 monthly Review of Equality plan progress

Corporate Plan consultation, policy development

and service design and delivery input.


Organisational

Development/

Director of Corporate

Services

To establish a community and

voluntary sector online

involvement group for equality

consultation and data gathering

Number of community and voluntary sector

representatives signed up to involvement group

Number active on consultation.


Organisational

Development/


Services

2013

26


responsible

When it will be

completed

To develop, launch and

promote a community and

voluntary sector partnership

policy, protocol and register

Policy developed and number of community and

voluntary sector partners listed

Range of protected characteristics represented

Evaluated activities with partnerships (using the

Evaluation toolkit).


Officer (Service

Delivery Support)

2013

Develop an „Engaging with the

community and voluntary

sector‟ workshop for service

delivery

Peripatetic workshop designed and delivered

Increase in local community and voluntary sector

relationships

Increase in evaluated community and voluntary

sector partnerships.


Organisational

Development

2013

Develop, with community and

voluntary sector involvement, a

range of guides and contacts for

key communities for Service

delivery/support and partners

Number of guides developed

Better quality equality risks and benefits

assessments

Improved outcomes in targeted campaigns

Improved customer satisfaction following Home

Fire Safety Visits, compliments and complaints.


Organisational

Development

2012 - 2016

27


responsible

When it will be

completed

Improve Group level

relationships with community

and voluntary sector

organisations representing

Black, Asian and minority ethnic

communities

More targeted and evaluated activities with these

communities in line with local plans

Partnership protocols in place

Black, Asian and minority ethnic Community

Advocates recruited

Increase in Black, Asian and minority ethnic

applicants.


Officer (Service

Delivery)

2013

Develop a Community Use

strategy for stations

Community stations in areas of greatest risk

frequented by a range of community groups

Improved engagement at a local level

Capital programme informed by community use

strategy.


Officer (Service

Delivery Support)

2016

Ensure representative bodies,

Women‟s Action Network

Devon & Somerset and the

lesbian, gay and bisexual

support network are included on

the Corporate Equalities Group

Attendance and participation by representative

bodies.


Organisational

Development

Embed Equality Risks and

Benefits Analysis methodology

Better quality Equality Risks and Benefits

Analyses produced and published


Organisational

2012

28


responsible

When it will be

completed

in Project development, process

design, policy development

through training, coaching and

example articles

Higher percentage of Equality Risks and Benefits

Analyses involving community and voluntary

sector

Internal audit of process.

Development

Monitor and assess our

outcomes in terms of the Public

Sector Equality Duty using the

Equality Framework for Fire and

Rescue Services

Meet the Excellent level of the Equality

Framework by 2014

Chief Fire Officer 2014

Roll out a new equality training

policy

New training policy rolled out by April 2012

Percentage of employees trained under revised

policy.


Organisational

Development

2014

New policy design process with

Equality Risks and Benefits

Analysis embedded as a sub

process

Equality Risks and Benefits Analysis embedded

in new policy design process (already in existing

process).


Services

2012

Integrate equalities into the

internal audit process

Equalities an aspect of all internal audits

Brought forward from Making the Connections


Services

2014

Review our instant translation

services

Instant translation service for emergency

response embedded.


Officer (Service

2013

29


responsible

When it will be

completed

Delivery)

Develop and roll out British Sign

Language emergency response

flash cards

Flash cards embedded for use in response

situations.


Officer (Service

Delivery)

2013

Maintain our Two Ticks status Performance on Two Ticks monitored and

reviewed and Two Ticks maintained.


Organisational

Development

2012 - 2016

Review Employment data

collected to address any gaps

Employment data collected is reviewed and any

gaps in what is expected by Equality and Human

Rights Commission addressed

Collection processes put in place.


Organisational

Development

2013

Update diversity monitoring of

staff

Diversity statistics updated

Increased disclosure of sexual orientation,

disability and religion will evidence culture

change.


Organisational

Development

2012

Regularly communicate equality

priorities, commitments and

activities to our people and local

Number of articles published

Increased interest in equality priorities

Increased understanding of our activities


Organisational

Development/ Director

2012-2016

30


responsible

When it will be

completed

communities Increased consultation interest from CVS and

currently under-represented groups.

of Corporate Services

Promote Core Values to

employees

Wider awareness of Core Values demonstrated at

interviews, Personal Performance & Development

and through staff survey results.


Organisational

Development

2013

Embed 2012 new procurement

policy and equality guidance

Policy completed and rolled out

Guidance distributed.


Services

2012

Continue to be Stonewall

Diversity champions and enter

the workplace index annually

Ranking in index (top 100 by 2014)

Lesbian, gay and bisexual staff survey feedback

Size and strength of lesbian, gay and bisexual

network

Action plan completed

Lesbian, gay and bisexual champions

Higher lesbian, gay and bisexual identification in

diversity monitoring.


Organisational

Development/


Officer (Service

Delivery)

(senior equality

champion)

2014

Continue to provide support and

attendance for Respect, Pride,

Networking Women in the Fire

Service and consider other

Community feedback, attendance and evaluation

Increased awareness demonstrated at Personal

Performance & Development.

Chief Fire Officer/

Deputy Chief Fire

Officer

2012-16

31


responsible

When it will be

completed

annual festivals and events

Promote suitably sized and

positioned community stations

for religious festival celebration

Number and range of groups using suitably sized

and positioned community stations for

celebrations such as Eid and Divali.


Officer (Service

Delivery)

2012-16

Deliver specific Race training to

local staff in areas of increased

diversity in partnership with

Race Equalities Councils (in

preparation for third party

reporting centres)

Evaluation, Personal Performance &

Development, local community feedback, third

party reporting at station.


Officer (Service

Delivery)

2012

32

Community Engagement and Satisfaction


responsible

When it will be

completed

Develop a process for involving

target community and voluntary

sector groups in campaign and

intervention design and delivery

Targeted campaigns developed with

representatives of target group

Improved outcomes for target group, for example,

a Gypsy and Traveller tailored Home Safety Visit

and community advocates.


Officer (Service

Delivery Support)

2013

Recruit and train community

volunteer Fire Safety advocates

including from Black, Asian and

minority ethnic communities,

disabled and Deaf communities

Volunteer community advocates delivering Fire

Safety advice in their own communities.


Officer (Service

Delivery Support)

2014


Analyses to be carried out on

operational rescue protocols

Existing policies reviewed using Equality Risks

and Benefits Analysis methodology

Training scenarios to include groups with different

communication needs

Guidance for operational staff and communities

developed, e.g. Deaf (BSL) flashcards for use in

emergency situations.


Officer (Service

Delivery Support)

2016

33


responsible

When it will be

completed

Design and roll out multi-lingual

welcome posters for Community

Stations

Posters designed and displayed and to include

British Sign Language posters.

This action has been brought forward from Making the

Connections


Services

2012

Promote use of community

stations in target areas on

website

Increased use from target risk groups

Increased use from community groups


Services

Review satisfaction data

collected

Relevant and useful information collected which is

demographically analysed where relevant and

informing policy and procedure.


Services/ Assistant

Chief Fire Officer

(Service Delivery

Support)

2012-14

Develop and promote

interactive single issue „mini

surveys‟ for website

Number of people completing mini surveys. Director of Corporate

Services

2014

34


responsible

When it will be

completed

Expand our „Flaming Good

Ideas‟ suggestion scheme to

communities

Community members able to make suggestions,

minor and major, which will be assessed using

the current mechanism and adopted if beneficial

Ideas reported in a „You said, we did‟ section on

website.


Services

2013

Develop human rights guidance Guidance developed (in conjunction with training

package)

Human Rights considerations detailed in Equality

Risks and Benefits Analyses.


Organisational

Development

2013

Establish regular use of our

website for sharing good

practice and the Chief Fire

Officers‟ Association notable

practice site and forums

Increased case studies on site

Increased interest from other services and

reciprocal visits

Recognition from Chief Fire Officers‟ Association.


Services

2012 and ongoing

35

A skilled and committed workforce


responsible

When it will be

completed

Implement positive action aimed

at increasing the number of

women in senior roles

Increase of women applying and attaining senior

roles.


Organisational

Development

2014

Review positive action strategy

and investigate high performing

Fire and Rescue Services in

workforce diversity and

incorporate good practice

Positive action strategy reviewed and new

strategy developed.


Organisational

Development

2013

Ensure workforce planning

decisions use Equality Risks

and Benefits Analysis

methodology

Equality Risks and Benefits Analyses published

which outline any disadvantaged group.


Organisational

Development

2012-16

Embed positive action toolkit for

retained recruitment

Increase in applications from women and Black,

Asian and minority ethnic communities.


Organisational

Development

2012

Roll out and promote

Recruitment Code of Practice to

managers

Managers understand equality aspects of

recruitment.


Organisational

Development

2012

36


responsible

When it will be

completed

Develop a strategy for engaging

local employers in retained

recruitment

Local employers hosting recruitment evenings

and promoting vacancies.


Organisational

Development

2013

Develop an interview skills

workshop for communities

where we are recruiting and

target in conjunction with

positive action toolkit

Interview skills workshops designed by Human

Resources and delivered by senior managers

Increase in recruitment from Black, Asian and

minority ethnic communities.

This action has been carried forward from Making the

Connections.


Organisational

Development/ ACFO

Service Delivery

2014

Investigate and report retention

demographically

Information on leavers by gender, ethnicity etc.

and reasons investigated to identify any cultural

aspects which need to be addressed.


Organisational

Development

2012

Co-ordinate and host a national

Disability in the Fire Service

conference with National

Disabled Fire Association

Event held

Increase in Fire & Rescue Services supporting

National Disabled Fire Association

This action has been brought forward from Making the

Connections.


Organisational

Development

2014

37


responsible

When it will be

completed

Review efficacy of exit interview

policy

Improved information about reasons for leaving

captured.


Organisational

Development

2012

Re-run diversity monitoring for

all staff

Diversity monitoring information updated and

applied to analysis of employment data.


Organisational

Development

2012

Develop electronic process for

collecting diversity monitoring

Electronic process ready for Personal

performance and Development 2012


Services

2012

Personnel officers and senior

managers to complete Equality

Risks and Benefits Analysis

training

All personnel officers and senior managers

undertake Equality Risks and Benefits Analysis

training.


Organisational

Development

2012

Ensure action plans are

developed under each theme

following staff survey analysis

Action plans in place and monitored by staff

survey steering group.


Organisational

Development

2013

Develop a steering group for the

women‟s network

Women‟s Action Network Devon & Somerset

(WANDS) steering group established

WANDS action plan developed.


Organisational

Development

2012

38


responsible

When it will be

completed

Develop 2012-13 action plan for

lesbian, gay and bisexual staff

following Stonewall feedback

Action plan developed and delivered

Increase in 2013 index results.


Organisational

Development

2012

Scope the development of a

staff disability group with

National Disabled Fire

Association

Disability group established if benefits identified. Director of People and

Organisational

Development

2013

Develop a dyslexia

policy/guidance

Policy live Director of People and

Organisational

Development

2012

Continue to support the

well@work group

Well@work continue to promote good work/life

balance, healthy eating etc. and scrutinise health

of the organisation reports.


Organisational

Development

2012-16

Incorporate relevant questions

on working environment criteria

in to staff survey

Gaps in working environment questions identified

and addressed.


Organisational

Development

2013

Evaluate Welfare vehicle for

equality considerations

Welfare vehicle evaluated using Equality Risks

and Benefits Analysis methodology.


Officer (Service

2012

39


responsible

When it will be

completed

Delivery Support)

Review and promote all aspects

of Dyslexia support

Dyslexia support, screening, adjustments and

support group reviewed and promoted.


Organisational

Development

2013

Implement the Equal pay action

plan

Action plan implemented and monitored regularly. Director of People and

Organisational

Development

2012

Hold bullying and harassment

„theatre learning‟ events

Evaluation of events. Director of People and

Organisational

Development

2012-13

Increase frequency of reporting

staff witnessed/experienced

bulling and harassment

More regular monitoring of staff survey questions

relating to bullying harassment


Organisational

Development

2013

Review and promote bullying

and harassment policy with

launch event

Policy reviewed and launched

Evaluation of event


Organisational

Development

40


responsible

When it will be

completed

Review Personal Performance

and Development process to

improve inclusion and

evaluation of individual equality

objectives

Individual equality objectives detailed, monitored

and evaluated.


Organisational

Development

2013


Analysis methodology used to

review each training school

offering

Equalities embedded in all training. Director of People and

Organisational

Development

2013

Promote additional community

specific training to relevant

teams

Community specific training offered on Training

Needs Assessment to eligible employees to meet

business need


Organisational

Development

2012

Include disabled people and

people with different

communication needs in

training scenarios

Training scenarios produce learning points for

developing policy and procedure which meet the

needs of disabled people/people with a range of

communication needs.


Organisational

Development

2013

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